A common challenge we see our healthcare clients trying to address in major transformation efforts is finding the right resources to participate as workstream leaders or contributors. An initial inclination in many organizations is to rely primarily on functional leaders or experienced staff that have participated in prior change efforts or have some level of authority or influence over the resources, processes and systems that are likely to be involved or impacted.
We encourage clients during the design and planning phases of a transformation initiative to look beyond organization charts and experiences to identify other potential participants and thought-leaders that can form a larger “network” to help influence and enable the effort. We utilize the following “types” in discussions with Executive Sponsors and key Transformation Management (TM) leaders to expand the potential pool of resources that become part of the overall planning and implementation activities:
Experts – subject matter gurus that the rest of the organization “goes to” when they want to understand how things really work in your company.
Strategists – individuals that routinely engage in the “why-not” conversations in your company, they appreciate the relationships of other organizations and players in the healthcare ecosystem and want to explore how to position your company in a different way.
Innovators – leaders or team-members with the capacity to stretch boundaries, imagine new possibilities, and take risks. They are the creative thinkers in your organization that want to be part of the next “big thing”.
Improvers – recognized by leadership or their colleagues for a specific talent that improves the organization. They routinely apply lessons and conclusions from earlier improvement projects, industry experience or external resources that have made your products and services better.
Decision-Makers – Who are the “known entities” in your organization that should be accessed quickly and are truly responsible for making critical and timely decisions?
Workers – Who do you routinely see your teams drawing upon, even informally, to complete routine, everyday work?
By expanding the criteria for selecting workstream members, executive sponsors and leaders of TM projects can leverage existing connections and informal “networks” to improve processes, solve problems and better configure and optimize supporting systems that are likely key to realizing the overall vision for the transformation effort.
To learn more about our work helping healthcare companies expand their transformation management capabilities by drawing on a broader pool of resources across their organization, visit our website at www.sunstonemanagementadvisors.com or send us an inquiry at info@sunstonemanagementadvisors.com
